When we think of teamwork in long-term care, we envision a group of dedicated specialists reading notes from other disciplines, bouncing ideas off colleagues and convening care plan meetings. In reality, it is much more complex.
The 2016 presidential election has revealed a deep rift in our country, and quite possibly in our long-term care facilities as well.
To get us in the spirit of gratitude for Thanksgiving, I've included a sample of grateful comments made by residents to their psychologists. The nice things they say can really make things better.
It's fairly likely that one or more of your employees will be leaving soon. That's why you need to read this. It will make your organization healthier, and in ways you might have never imagined.
Given the stresses of caregiving and the complexities of human relationships, incivility happens. But considering the potential impact of rudeness on care, we need to do more to understand and prevent rudeness when we can. Here's how to start.
I believe leave-takings in long-term care are more important than in other settings and that the style of departure should be given more consideration.
Though it was close to 20 years ago, I'll never forget the reaction of one of my patients to losing both of her legs to diabetes. Residents like her make it quite clear that it is possible to be grateful and to live fully, despite disability.
We all can use practice harnessing "less laudatory traits," such as short-sightedness, inertia, inflated optimism and our tendency to submit to peer pressure. Especially for our work. Here's how.
Jane Gross' recent post 'Seeing the Invisible Patient' in the "New Old Age" blog of the New York Times discusses how professionals often ignore the needs of caregivers of the elderly because they are focused on their identified patient. While the article centers on the burdens of caregivers in the community, it got me thinking about whether we're meeting the needs of families whose loved ones are in long-term care.
I owe a lot of my blessings to working in long-term care, and my LTC career is a blessing in itself. You might have some of these same feelings.
In my last post, I wrote about some of the many things I do for residents as a long-term care psychologist. The astute reader will note that most of the tasks were accomplished during work hours and within the facility. There's a reason for that.
"I hope Santa brings me a Sony DS," my 7-year-old told me the other day. I can tell you right now that Santa is NOT bringing her a video game player, but I didn't want to tell her that. So I did what I imagine most parents would do in that situation: I asked her what else she hoped Santa would bring. What does this have to do with long-term care? As it turns out, a lot.
Say what you will about bad bosses: They always seem to create great stories. But not usually as intended.
I sat in morning report as the nursing supervisor announced the arrival of a new resident. An 80-year old woman was taken to the hospital after a fall at home, where she received a below-knee amputation and contracted C. diff before being transferred to our facility. I looked around the room and speculated about what each of my team members were thinking, imagining thought bubbles over their heads.
The Northeast just experienced an earthquake and a hurricane all in one week. The storm may have subsided, but it's likely residents and staff will still be facing a whirlwind of emotions. And it's likely that, sooner or later, you will have to deal with a natural disaster or other calamity. Here are some tips on how to handle such situations.